Hindustan Unilever Limited (HUL) is an Indian consumer goods company and the largest FMCG company in India. It has over 35 brands spanning 20 categories. HUL has its corporate headquarters in Mumbai, which houses over 1,600 employees and provides various facilities. Some of HUL's key HR practices include recruitment and selection through various sources, performance management using 360 degree feedback, training and development programs to improve skills, competitive compensation and benefits, and initiatives to improve employee engagement such as being recognized as the best employer in various surveys. The objective of HUL's HR practices is to gain a competitive advantage through an effective and aligned workforce.

1. HR practices at
Presented by :- Krishan
Kumar Yadav
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2. INTRODUCTION
 Hindustan Unilever Limited (HUL) is the largest FMCG
company in India.
 It is owned by the British-Dutch company “Unilever” and
has about 52% majority stake in Hindustan Unilever
Limited .
 Its products include foods, beverages, cleaning agents and
personal care products.
 It is headquartered in Mumbai, Maharashtra, India.
 Hindustan Unilever Limited has over 35 brands spanning
20 distinct categories.
 As per Nielsen market research data, two out of three
Indians use HUL products.
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3. HEADQUATERS
 Hindustan Unilever's corporate headquarter are located at
Andheri (E), Mumbai. The campus is spread over 12.5 acres
of land and houses over 1,600 employees. Some of the
facilities available for the employees include a convenience
store, a food court, an occupational health centre, a gym, a
sports & recreation centre and a day care centre.
 The campus received a certification from LEED
(Leadership in Energy and Environmental Design) Gold in
'New Construction' category, by Indian Green Building
Council (IGBC), Hyderabad, under license from the United
States Green Building Council (USGBC)
 The company's previous headquarter was located at
Backbay Reclamation, Mumbai at the Lever House, where
it was housed for over 46 years.
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4. HEADQUARTER
Hindustan UnileverLTd,
Unilever House,
B. D. Sawant Marg,
Chakala, Andheri (E),
Mumbai - 400 099.
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6. INTRODUCTION TO HR PRACTICE
 With reference to the HR Practices brief knowledge
has been gained how the Recruitment cycle functions,
Selection done, Training Calendar prepared, what does
compensation & cost to company means and the steps
of performance appraisal.
 HR practices helps in increasing the productivity and
quality, and to gain the competitive advantage of a
workforce strategically aligned with the organization’s
goals and objectives.
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7. OBJECTIVE OF HR PRECTICE
 The main objective of HR Practices is to differentiate
the organization from its competitors by effective and
efficient HR Practices. By following this, the
organization does its whole work process. The
objective of HR Practices is to increase productivity
and quality, and to gain the competitive advantage of a
workforce strategically aligned with the organization’s
goals and objectives.
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8. HR PRACTICES OF HINDUSTAN
UNILEVER
 Effective and Efficient HR practices are very much
important for every organization. So, HUL has also its
HR Practices, which helps it a lot to achieve the
targets.
 Human Resource Management initiatives in any
Organization endeavor to change, redefine, revisit,
renew, reinvent, revitalize & restructure the
Organization architecture. This is effectively done with
the help of alignment & integration of HR policies &
strategies with business goal & objectives.
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9. The HR Practices of HUL are as
follow:-
 Recruitment and Selection
 Performance Management
 Training & Carrier Development
 Compensation
 Employee Engagement
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10. RECRUITMENT AND SELECTION
RECRUITMENT
 It is a process to discover the sources of manpower to
meet the requirements of the staffing schedules and to
employ the effective measures for attracting that
manpower in adequate numbers to facilitate effective
selection of an efficient workforce. Edwin B. Flippo has
defined it as “The process of searching for prospective
employees and stimulating them to apply for jobs in
the organization. “
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11. PROCESS Of Recruitment
 Finding out the requirement (hiring vs.
exit), upcoming vacancies, kind of
employees needed.
 Developing suitable techniques to attract
suitable candidates.
 Stimulating as many candidates as possible.
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12. SOURCES OF RECRUITMENT
INTERNAL SOURCES EXTERNAL SOURCES
Present employees Campus Recruitment
Retired employees Private employment consultant
Dependent of present Data Banks
Employee Referrals Casual Applicants
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13. SELECTION
 selection is 'buying' an employee (the price being the
wage or salary multiplied by probable years of service)
hence bad buys can be very expensive. For that reason
some firms (and some firms for particular jobs) use
external expert consultants for recruitment and
selection.
 It is one area where the interference of external factors
is minimal. Hence the HR department can use its
discretion in framing its selection policy and using
various selection tools for the best result.
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14. The Recruitment and selection
process of HUL
 The recruitment process of HUL Ltd starts from the
requirement of different departments as per to the org
chart. Then they tell to the HR Department. HR
Department takes the candidates from Data bank of
company, Poornata etc, then does the short-listing,
then does the scheduling for the interview. After this
the selection and negotiation process occurs. Then
offer letter is been given to the selected candidate. The
employee then joins in the organization. Then the
company arranges the Induction Program for the
employee. After this the recruitment process ends with
this.
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15. PERFORMANCE MANAGEMENT
 It is a structured method of formally and objectively
evaluating employees’ performance with respect to their
objectives. It addresses the issue of an employee’s
development by providing them with structured and in-depth
analysis of strengths and areas of improvement. It
provides with input for annual increments, training and
development.
 Performance Management System is essential to the
success of any organization because it influences the effort
expended by employees, which in turn, drives bottom-line
business results. Furthermore, the Performance
Management System helps an organization identify,
recruit, motivate, and retain key employees.
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16. Method employed
360 degree performance appraisal
 Mechanisms like 360 degree feedback provide feedback
from superiors, peer groups and subordinates to provide
holistic and objective evaluation of the employees.
Assessment on their potential is communicated
transparently to all employees individually and career
paths are shared with them.
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18. TRAINING AND DEVELOPMENT
 The training and development program is charted out to cover
the number of trainees, existing staff. The programs also cover
the identification of resource personnel for conducting
development program, frequency of training and development
programs and budget allocation. Training and development
programs can also be designed depending upon job requirement
and analysis. Selection of trainees is also facilitated by job
analysis.
 The company has a strong focus on manpower training
according to their requirements. The internal training
department aims at improving the skill sets relevant to the work
profile of employees. This includes improving communication,
Different skills, E-mail programming, Operation systems.
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19. Meaning of training &
development according to HUL
 The need for Training and Development is determined by the employee’s
performance deficiency, computed as follows. Training & Development Need =
Standard Performance – Actual Performance.
 Training: Training refers to the process of imparting specific skills. An
employee undergoing training is presumed to have had some formal
education. No training program is complete without an element of education.
Hence we can say that Training is offered to operatives.
 Development: Development means those learning opportunities designed to
help employees to grow. Development is not primarily skills oriented. Instead it
provides the general knowledge and attitudes, which will be helpful to
employers in higher positions. Efforts towards development often depend on
personal drive and ambition. Development activities such as those supplied by
management development programs are generally voluntary in nature.
Development provides knowledge about business environment, management
principles and techniques, human relations, specific industry analysis and the
like is useful for better management of a company.
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20. COMPENSATION
 Hindustan Unilever offers compensation packages on par or
higher than the industry standards based on the technical skills
and experience of the candidates. Employee benefits were
standardized across employees.
 The benefit schemes were re-evaluated twice a year. The benefit
programs included:
 Medical benefits that were aimed keeping the employees healthy
and motivated, so as to reach expected productivity levels.
 Tuition assistance programs which included financial assistance
to meet tuition expenses for all employees. This gave them the
opportunity to continue their formal education while working.
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21.  A range of professional counseling and support
services for employees and eligible family members.
 Facilitation for employees to relocate if transferred to
help them settle easily in the new location.
 Assistance programs in case of emergency for
employees and their eligible dependents travelling on
company work to locations worldwide.
 Company stock offers to the employees to enable them
to share the benefits of the company’s performance.
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22. EMPLOYEE ENGAGEMENT
 Employee engagement is the measure of how involved and
committed the workers are towards their organization and
values. A well engaged employee is well aware of the day to day
happenings of the organization and work with his or her fellow
to improve the performance of the individual and work s towards
the betterment of the organization. It is an optimistic attitude
that the employees hold towards their organization.
 Employee engagement is how the employee feels about his
workplace and whether he or she is satisfied with the work or
not. It is also concerned with the emotions of an individual
employee, the unique emotional balance of employees and their
experience. The employers and their talent of creating
conditions that give rise to employee engagement.
Communication among employees at all levels in the
organization.
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23. Winning with People
 HUL was ranked the No.1 Employer of Choice for students in the
annual Nielsen B-School Survey. In the survey, HUL retained the
‘Dream Employer’ status for the 3rd year running and continues to be
the top company considered for application by B-School students.
 HUL received the ‘Dream employer of the year’ Awards presented by
UTV Bloomberg.
 HUL was recognised as the Best Employer Brand in Asia at the Asia’s
Best Employer Brand Awards 2011.
 HUL has been recognized with the ‘Leadership in HR Excellence’
award by the Confederation of Indian Industy (CII). The award was
presented by Dr Ashwani Kumar, Minister of State and Planning,
Science & Technology and Earth Sciences at the 2nd CII National HR
Conclave 2011 held on 18 October 2011 at New Delhi.
 HUL recognized for HR ExcellenceHUL has achieved the highest level
of recognition among 39 participating companies such as BPCL, NTPC,
EID Parry, Essar, Bosh, Tata Power, Tata Hotels among others.
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